Addendum�pW N OF
J
to tas
DATE: AUGUST 17, 2015
MEETING DATE: 08/18/15
ITEM NO: f
ADDENDUM
TO: MAYOR AND TOWN COUNCIL % r
FROM: LES WHITE, INTERIM TOWN MANAGE
SUBJECT: 2015- 2017 STRATEGIC GOALS
IDENTIFICATION AND PRIORITIZATION OF 2015- 2017 STRATEGIC
GOALS
REMARKS:
After the initial Staff Report was distributed on August 13, 2015, staff received the attached
public comment.
ATTACHMENTS:
Attachment 1 -3 (Previously received with Staff Report on August 13 201:
1. Status of Existing Strategic Goals
2. Proposed Strategic Goals
3. Public Comments received July 17, 2015 and July 29, 2015
Attachment 4 received with this Addendum:
4. Public comment received from May 14, 2015 and from 11:01 am Thursday, August 13, 2015
through 11:01 a.m. Monday, August 17, 2015
PREPARED BY:
Reviewed by:
CHRISTINA GILMORE
ASSISTANT TO THE TOWN MANAGER
Town Manager mown Attorney
N:AMGRVAdjninWorkFlies\2015 Council ReportsWugust I MStrategic Goals Addendmn.doc
Subject: FW: June 16, 2015, Council Strategic Goals Session
From: David Weissman [mailto:gryllus a gmaii com]
Sent: Thursday, May 14, 2015 10:54 AM
To: Marcia Jensen; Les White
Subject: June 16, 2015, Council Strategic Goals Session
I respectfully ask that the Town Council put 2 items as a goal in the coming year.
1. Revision of the (hillside) fence ordinance. At present, fences on newly constructed properties are regulated IF
that fence is part of the original A & S. Such fences are to be of an open nature to facilitate the movement of
animals. This requirement is nicely covered on page 42 of the HDS &G. But once a house is built, then it is open
season on what can be constructed, as long as the fence height is less than 6 feet. So why would anyone have a
fence as part of their original submission? Yes, there are a huge number of fences presently in the hillsides.
And, yes, the Town probably couldn't make homeowners remove their current fences. But we could attempt to
minimize future damage to our hillside animals, which really belong to everyone. Plus there are conflicts within
the various codes as to what is permissible for hillside fences. This would not be a big fix and could be
accomplished with little effort. What is necessary is direction from the Town Council.
2. At the May 5, 2015, Town Council meeting, direction was given to staff to revise the Town's current smoking
ordinance. I have spoken with Jackie Rose and while she and her students are interested in being part of such an
effort, much like their success on the smokeless vaping campaign, they presently have a full agenda with
summer vacation approaching. I ask that Council appropriate some funds and a person in charge of this effort so
that we can get the ball rolling here.
I see neither of the above requiring much time and expense and I would be happy to assist in whatever capacity
the Town deems appropriate, including a leadership role. Unfortunately, I am already scheduled to be in Mexico
on June 16th (collecting crickets) and will be unable to attend this meeting. Thank you for your consideration.
Dave
Dave Weissman
15431 Francis Oaks Way
Los Gatos, CA 95032
H: (408) 358 -3556
gryllusggmail.com
ATTACHMENT
Dear Madam Mayor Marcia Jensen, Vice Mayor Barbara Spector, and Town Council
Members Steve Leonardis, Marico Sayoc and Rob Rennie:
Here are my humble comments (tightly packaged) for your consideration regarding
the TC Agenda Items for 8/18/15:
1. • Traffic Attack
Quoting from
http: / /www.danville .ca.gov /Services/Traffic -and-
TransPortation /Traffic - Concerns /Neighborhood
Traffic Management Program
•The Town recognizes that automobile traffic Poses one
of the greatest threats to the duality of life of its citizens.
Comprehensive third party review of the problem (perhaps contact Stanford and
see if a study can be performed at no cost to town).
Danville -like traffic congestion management program. Copy them.
Smart traffic lights.
Partner with schools to build large bike cages. Goal: 50% of LGHS students biking.
Gunn at 60 %.
We need a trafficologist. Someone that will project traffic flows 5,10 and 20 years
down the line. We do it piecemeal, present time.
2. Town of Los Gatos Core Values (3rd party of LGPD and /or outsource to
Sheriff)
1) Community Character —Keep small town character —avoid dependence
on big commercial projects to fund town services.
2) Good Governance.
3) Fiscal Stability —Third party comprehensive review of LGPD or outsource
to Sheriff may reap savings and make LG financially more stable.
4) Quality Public Infrastructure— Savings from third party comprehensive
review and /or outsourcing to Sheriff may free up millions for street
repairs.
5) Civic Enrichment -- Savings from third party comprehensive review
and /or outsourcing to Sheriff may free up millions for cultural,
recreational and civic enrichment.
6) Public Safety —We can be as safer with the Sheriff. Roads fixed decreased
liability risks.
LGPD 3 beats
Little or no foot patrol
Quoting from
httpl/whaLwhen-hqw.com /poi ice- _scoence/pat and effectivenessaof-
op lice/
The seminal study of patrol effectiveness was the Kansas City Preventive
Patrol Experiment, conducted by the Police Foundation and published in 1974.
This experiment tested the impact of three levels of patrolling strength, ranging
from no patrol to twice the normal level, in fifteen patrol beats during the course
of a year. The results were surprising —there were no differences in victimization,
reported crime, fear of crime, public perception of police presence, arrests, traffic
accidents, or anything else that was measured. Police patrols (not all police
presence, just regular patrols) were virtually eliminated from five beats for an
entire year and nobody noticed. Similarly, patrols were doubled in five other
beats and nobody noticed.
Two other significant research contributions affecting police patrol came
along in the 1970s and early 1980s. First, studies of police response time
revealed, much to everyone's surprise, that immediate police response to
reported crimes rarely leads to an arrest, nor is it the crucial factor in victim
satisfaction. Immediate response rarely leads to arrests because the vast
majority of crimes are property crimes reported after they have occurred —the
suspect is long gone and the victim has no idea who did it. Moreover, victim
satisfaction depends more on how empathetic and competent the officer is than
merely on the rapidity of response. These findings had substantial practical
implications precisely because, by the early 1980s, the primary purpose of police
patrol had become one of waiting for calls and then responding rapidly.
The second major research contribution in the early 1980s was the
rediscovery of foot patrol. Studies in Newark, New Jersey, and Flint, Michigan,
each indicated that foot patrols might have some of the positive effects that had
been found wanting in Kansas City when motorized patrol was tested. Both
studies suggested that foot patrols make residents feel safer and enhance the
public's regard for the police. The Flint study also claimed that foot patrols
reduced crime, but the Newark study did not. Still, in the aftermath of the Kansas
City experiment, just finding that foot patrols had beneficial effects on fear of
crime and attitudes toward police was enough to renew police interest in them.
Quoting from
http //"ustice.uaa.aIaska.edu /tor .m /0V10Cjui1G 8/o po roI.htmI
Among errors in patrol deployment described in the report are:
• Assignment of an equal number of officers to each shift.
• Assignment to rigid beats.
• Letting service calls control the work of the department.
3. Downtown garages— business community does not want
to pay. Suggest we build 3, with areas for biking.
"Meeting participants were not interested in providing
any funds or forming a new assessment district."
Source:
http:// losgatos .granicus.com /MetaViewer.php ?view id
= 5&event id= 407&meta id= 146569
Where will the funds come from? Public /private partnerships? Meters and garage
parking fees?
4. Review of Police service levels, costs and other
information by Finance /PD Draft in progress
1) This will not be as comprehensive or objective as some outside entity like
Management Partners. It is a difficult task to self - evaluate without bias,
particularly when one is in a position that naturally calls for supporting
the existing policing structure. If Chief, I could see myself supporting my
existing team.
2) THE LGPD BUDGET IS THE SINGLE BIGGEST ISSUE FOR THE TOWN FOR
THE NEXT 20 YEARS. DO WE LIMP ALONG, STRUGGLING FOR MONEY,
OR DO WE SOAR BY FREEING UP MILLIONS FOR OTHER IMPORTANT
MATTERS, LIKE TRAFFIC & INFRASTRURE?
3
5. Suggest Strategic Goal: hire a part -time grant writer. Don Capobres has
repeatedly said that their money could be multiplied MANY TIIMES with grant
money. James Russell has spoken about the benefits of a good grant writer. I'm told
Danville has benefited from effective grant writing.
6. Suggested topic for consideration: opening up parking off University to match
what is offered in Almond Grove. This may add another 100 parking spaces during
the day. People that wish to shop in Old Town would have parking and the
merchants sales their would increase.
7. Let's have a thorough understanding of our total unfunded liabilities, pensions,
road repairs, etc. Let's make clear our future obligation for Redevelopment money
payback. If we know what our projected expenses are, we can make sure we have
the revenue in place to avoid service and employee cuts.
8. Let's do an assessment of the costs and benefits of outsourcing the library to the
County. Additionally, should we charge for nonresidents to use the library? Do we
have a partnership with the County system?
9. Place safety signs on N. Santa Cruz. Risk management.
10. Consider making N. Santa Cruz Ave. 1 -way southbound.
11. Allow people to ride bikes on sidewalks on University. People already do
University and N. Santa Cruz. Stripe the sidewalks green where biking allowed?
12. Veterans Memorial: Cupertino's memorial is nicely lit up at night. 1 suggest
some lighting as well. Bricks areaway to raise revenue and work well in Santa
Clara. Suggest grass area in front of civic center be named "Veterans Memorial
Park ". Should it be a tribute? More than just military? First responders? Include
Todd Beamer and Mark Bingham as well.
Cut and paste from https: / /en.wikii2edia.org /wiki /Todd Beamer
4
Todd Morgan Beamer (November 24, 1968 — September 11, 2001)
was an American software salesman and passenger aboard United
Airlines Flight 93 which was hijacked as part of the September 11
attacks in 2001. He was one of the passengers who tried to reclaim
the aircraft from the hijackers, leading them to crash it into a field in
Stonycreek Township near Shanksville, Pennsylvania. 111'21
Beamer was born in Flint, Michigan, to David Beamer, an IBM sales
representative, and Peggy Jackson Beamer, a muralist,"' the middle
child of three and only son. "' Beamer and his two sisters, Melissa and
Michele, were raised "with a strong biblical value system and work
ethic". The family relocated to Poughkeepsie, New York, and then to
Wheaton, Illinois, a suburb west of Chicago, where David worked at
Amdahl, a computer technology company. "'
Beamer attended Wheaton Christian Grammar School, where he
played baseball, basketball, and soccer."' He attended Wheaton
Academy, a Christian high school, from 1983 to 1985,151 where he
excelled in the same sports!" He was elected class vice president in
his junior year. After David was promoted to vice president of
61
Amdahl's California headquarters, the family moved, and Beamer
spent his senior year at Los Gatos High School, just south of San
Jose, California.[''
Beamer attended Fresno State University, where he majored in
physical therapy and played baseball, in the hopes of playing
professionally, but injuries he suffered in an automobile accident
ended these plans. He returned home to Illinois and transferred to
Wheaton College, a Christian university, where he met Lisa Brosious,
his future wife, during a senior seminar class.1311" Their first date was
November 2, 1991, a date whose 10 -year anniversary they had been
planning to celebrate at the time of his death!"
He transferred to Wheaton College, where he majored initially in
medicine before switching to business. He continued to play baseball
and as a senior became captain of the basketball team. "' He
graduated in 1991.x11 He subsequently worked for Wilson Sporting
Goods while taking night classes at DePaul University, earning an
M.B.A. in June 1993.[3][61
After graduating Beamer married Brosious on May 14, 1994 in
Peekskill, New York, and they moved to Plainsboro, New Jersey,
where Beamer began working with Oracle Corporation, selling
systems applications and database software as a field marketing
representative. "][" Within months, Beamer was promoted to account
manager.�31
Beamer and Lisa taught Sunday school at Princeton Alliance Church
for six years, and worked in youth ministry."01 Beamer also played on
the church softball team. He was a staunch fan of the Chicago Cubs,
Chicago Bulls and Chicago Bears!" In 2000 the Beamers moved to
Cranbury, New Jersey'3][6'[$' with their two sons.181
Cut and paste from httls://en.wikipedia.org /wiki /Mark Bingham
G7
Mark Kendall Bingham (May 22, 1970 — September 11, 2001) was
an American public relations executive who founded his own
company, the Bingham Group. During the September 11 attacks in
2001 he was a passenger on board United Airlines Flight 93.
Bingham is believed to have been one of the passengers who, along
with Todd Beamer, Tom Burnett and Jeremy Glick, formed the plan to
retake the plane from the hijackers, and led the effort that resulted in
the crash of the plane into a field near Shanksville, and all of the
passengers' deaths. "'
Both for his heroic actions on United 93, as well as his athletic
physique and masculine lifestyle, Bingham has been widely honored
posthumously for having "smashed the gay stereotype mold and
really opened the door to many others that came after him. "'"'
Mark Bingham was born in 1970, the only child of single mother Alice
Hoagland. He grew up in Miami, Florida and Southern California
before moving to the San Jose area in 1983. Bingham was an
aspiring filmmaker growing up, and began using a video camera as a
teenager as a personal diary through which he expressed himself and
documented his life and the lives of those of his family and friends.
He accumulated hundreds of hours of video documenting the final
decade and a half of his life. He graduated from Los Gatos High
School as a two -year captain of his rugby team in 1988.
7
Mark Bingham's mother (Alice Hoagland) and his friend Jason Reimuller (R) at
training for Bingham Cup 2014 in Sydney.
Respectfully submitted,
John
John Shepardson, Esq.
59 N. Santa Cruz Ave.. No. Q
Los Gatos, CA 95030
O (408) 395 -3701
C (408) 966 -9709
Cut and paste from http : / /www.managementpartners.com /services /service-
sharingconsolidation /
Innovations in service sharing have led governments to join together to
explore ways to continue to deliver quality services and cut costs. Often
when jurisdictions share services or join together to contract for a service,
opportunities arise to take advantage of economies of scale. Service
swapping can also be beneficial, as can consolidation, when the conditions
are appropriate._,! MManagement Partners has had success providing in-
depth analysis, facilitating service sharing discussions among two or more
jurisdictions, and crafting service level agreements. Once we identify
opportunities, we can provide implementation planning to assure a
successful transition to the new service delivery method.
Our successes with this service include the projects highlighted
below.
Hampton Roads Partnership
Hampton Roads Partnership (Commonwealth of Virgina) ].-This
project involves three large city- county governments in the Commonwealth
of Virginia: Norfolk, Chesapeake and Virginia Beach. The project, jointly
funded by the cities and the private sector through the Hampton Roads
Partnership (a regional public - private partnership), required that every
service operated by each jurisdiction be considered for a service sharing
pilot project. Over 130 services were initially identified with sharing
potential. After an extensive process of analysis, considering both the
costs and benefits of shared operations and the degree of difficulty in
implementing a shared model for each individual service, 13 specific
services were selected for implementation. These included services from
each major function of local government except schools, which were not a
part of the project.
L -NLV NV Service Sharing
Cities of Las Vegas and North Las Vegas, NV - -iThese two neighboring
jurisdictions had previously explored and implemented a variety of
operational changes and resulting expenditure reductions to balance their
budgets, yet the economic situation required that they do more.
Management Partners undertook a comprehensive review of government
services to identify the most beneficial opportunities for service sharing
and cost reductions. Subsequent to the initial government -wide scan, we
completed in -depth analyses in seven selected service areas: workers'
compensation, recreational programming, purchasing, radio maintenance,
detention center support services, fire plan check /fire code enforcement
and traffic operations. Estimated savings from service sharing in these
areas range from $4.2 million to $5.6 million.
Alameda CTC CA Agency Consolidation
Alameda County Transportation Commission, CA (formerly Alameda
County Congestion Management Agency and Alameda County
Transportation Improvement Authority) ! --'In this multi- phased project,
Management Partners initially completed a study that identified both
service sharing and consolidation opportunities between the two major
transportation agencies in Alameda County. The threshold analysis
determined that a merger of the two agencies would produce ongoing
savings of up to $1 million per year while, most importantly, continuing
delivery of all mission critical responsibilities. Management Partners then
completed a Merger Implementation Plan, which provided the steps and
general timing for the actions needed to merge the staff and business
activities of the separate agencies into a single organization under a new
Joint Powers Authority.
Cut and paste from
http : / /www.managementpartners.com /images /ElMonteCaseStudy.pdf
City of El Monte: Financial Sustainability Plan 2015
Management Partners was retained to develop a
financial sustainabifity plan for El Monte to help the City
bring its budget into balance. The project included a
review of documents, interviews with staff and elected
officials, employee focus groups, an employee survey,
and benchmarking with comparable peer agencies. We
also analyzed memorandums of understanding and side
letter agreements to pinpoint labor - related cost drivers,
and developed a long -term forecasting model to help
staff and policy makers understand the fiscal impacts of
potential decisions. Recommendations for improving
financial sustainabifity included a combination of
revenue enhancements, changes in compensation and
benefits, expenditure reductions and efficiency
improvements. An implementation action plan was
provided to help the City prioritize and execute the
recommendations.
Cut and paste thing
City of Long Beach, California — partial list
Financially Sustainable Budget Initiative
In 2012, Management Partners conducted an organizational scan to
identify opportunities for restructuring or improving services to achieve
long -term financial stability. The project included conducting
interviews, benchmarking selected services and reviewing documents
ranging from budget and organization charts to the City Charter and
labor association agreements. We also researched best practices from
large municipalities and analyzed their applicability to the City.
Management Partners identified at least$28 million i n
potential savings that could be achieved through
changes in compensation, alternative service delivery and
consolidation of similar functions within the government. (emphasis
added)
Since early 2013 we have provided project management services to
implement the recommendations from the 2012 organizational scan.
These include performing detailed feasibility studies for outsourcing
street sweeping, refuse hauling and employee assistance services;
developing a labor relations "road map" for implementing
compensation changes; conducting fleet utilization and activity -based
cost analyses; analyzing process improvements for the City's business
licensing and development review processes, and conducting
organization structure reviews of the Development Services and Public
Works departments to align management structures and staffing with
new fiscal realities. We also conducted process improvement analysis
for Long Beach's capital improvement project management systems
and identified several strategies for improving effectiveness, efficiency
and accountability.
Fleet Activity -Based Cost Analysis
Management Partners conducted an activity -based cost analysis to
quantify the fully burdened costs associated with the City's major fleet
maintenance and acquisition activities and to review the methodology
for allocating those costs to user departments. The project included a
review of documents, interviews, data and financial analysis to
calculate shop labor rates, mark ups and productivity measures,
benchmarking to compare calculated costs and productivity with
industry standards, and application of best practices. The analysis
identified opportunities to increase the efficiency of fleet operations
and to improve transparency in how rates and charges are calculated
and applied.
Outsourcing Analysis
Management Partners analyzed the City's street sweeping and refuse
collection operations to identify opportunities for providing the same or
better level of service through competitive sourcing, and to quantify
the potential cost savings that could be achieved. The project included
an extensive review of documents, interviews with managerial staff,
benchmarking, and the application of best practices. Our analysis
indicated Long Beach could save between $1.6 and $2.3
million annually by outsourcing street
sweeping services and between $3.6 and $5.5
million by outsourcing refuse hauling services.
Subsequent to our analysis, we prepared Request for Proposals for
each of these services. (emphasis added)
Capital Improvement Project Management Review
Management Partners reviewed the systems being used by the Public
Works Department to plan and execute capital improvement projects
and to identify opportunities for improved effectiveness, efficiency and
accountability. The review included interviewing staff and internal
stakeholders representing other City departments; analyzing multiple
Capital Improvement Plan (CIP) documents, spreadsheets and other
tools used by staff to track project status; and applying best practices
for CIP delivery.
Public Works Organizational Structure Review
Management Partners conducted a high -level evaluation of the Public
Works Department's existing organization structure, functions and
staffing at the managerial level to identify opportunities for improved
effectiveness and efficiency, and to help inform decision making about
a request to restore numerous positions to the department's budget.
The project included a review of documents, interviews with managers
and supervisors, benchmarking, and functional analysis. Specific
recommendations were offered to improve management and
accountability by filling two existing positions, and to improve the level
of communication, collaboration and teamwork between divisions.
Cut & paste from
http : / /www.managementpartners.com /images /SalinasCaseStudy.pdf
City of Salinas: Police Department Organization and Staffing Review
2014
Management Partners retained by of
Salinas to conduct a high-level review of
organization ana staffing of Police Department
!
community within available resources and meet future
police service management and staffing challenges.
Through benchmarking, we demonstrated that the Police
Department was lacking in resources when compared
with peers, which meant difficult decisions about
prioritizing core services would have to be made.
Therefore, recommendations included using staff with
police powers for jobs requiring those powers and letting
appropriate city departments provide support services
(i.e., technology and fleet) instead of sworn officers.
(emphasis added)
Hear ye, Hear ye, Almond Grove Folk...
NOW IS YOUR TIME TO ACT!
COME TO THE TOWN COUNCIL MEETING AT TOWN HALL ON TUESDAY
AUGUST 18 AT 7 P.M. AND LET YOUR REPRESENTATIVES
KNOW THAT YOU WANT YOUR ROADS FIXED
ASAP AND THAT WE NEED A COMPREHENSIVE
THIRD PARTY REVIEW OF OUR POLICE BUDGET.
If have questions or comments, call John at (408) 966 -9709 or email him
at Shepardsonlaw @me.com
THE LOS GATOS BI- MONTHLY
SHOW
1. Is 42% LGPD Budget =
"bumpy" roads, Town "broke"
& heading to financial
disaster?
2. Is a 3RD party review of
LGPD strategic enough?
1. Town is "broke ".: -(
2. Nuts? No $6M to fix AG.
3. AG /BW streets hazardous.
4. $74M unfunded obligations?
5. Solutions: Taxes, fees
THE GOOD, THE BAD AND NOW THE UGLY...
NICHOLS CONSULTING ENGINEERS
March 2011
"The historic Almond Grove District (District)...
potential trilippil'Ing hazards-,.." (emphasis added
in red) (JS: TRICK OR TREAT OR LAWSUITS
FOR HALLOWEEN?)
"The slabs are extensively cracked
(in many cases, they have broken
into four or more pieces and are
therefore considered to be 'shattered
siabs'). This is a defiriiflon of f. a iii. lure
for PCC pavements, and they have
essentially reached the end of theirw
servilce 11'ves." (emphasis added in
red) (Streets are all that they are
cracked up to be.)
Town's May 14, 2015 Staff Report:
"...the Town remains challenged with
availability of i
1 , resoitirces to augment the
Proposed FY2015116 and future budgets.
(emphasis added in red) ("Show me the
money!")
"The Town will continue to seek other funding
sources for street repair and resurfacing...."
(emphasis added in red) (Shake some trees for
money.) p. c -6
"Additional funding, possibly from the sale of
Town properties, will have o be identified for
future phases of the Almond Grove Streets
Project." (emphasis added in red) p. c -8 (Fire
sale!)
LG Traffic Mitigation Improvements Project
List —$25M in unfunded repairs
Appendix A
GP/VTP 3035
$ 9,000.0001 5000, I S 2,00(I,OOp
GP EneNround and NorNbound A ➢ceeches ,5 - Adtl TAird Lefl Tum Lanes ! r 5 1,200.000 90.00% S 1 OS V Opp
m
C' C ➢ II r ➢mvements Lark from GaNen 11111 m LOS GeIOS BIVd b 2,100,000 SO.W% S I
GP
5 3,000,000 ( S.A0% I g I,SOO,OW
VTPeVaHY>•ransPormiio.. Plea, 1033 by Santa Clara Volley Tra �,.n +Authariry r0a1
Tamn C/P =Tow vem
Source: Town OfGps Ldt Gntos, CaP[1a( /mpro en/ Program and pending canrnumionP lee/ firs.
...the Town's StreetSaver program
has identified 20% of the Town' s overall street
network to be in Poor" to Very Poor"
condition. Of these, 3% are in the Almond
Grove and Broadway Historic
District. (emphasis added with large font) (The
poor little rich kids of Los Gatos...)
From LG Staff Report:
MTC and pavement strongly recommend
preventing streets dropping down into the poor
and very poor condition categories.
substantially when
compared to maintaining streets in better
condition. (emphasis added in red) (There is
high maintenance, low maintenance & poor
maintenance.)
Quoting
from htta:/
tch.com /california /losaat
us- pensions- for- los -aa
-public -
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Los -s Gat $mot r=. Pub.,
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nd- Doi ��ce - n an d F Milnno ` '
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amount-S of $142,000. $131.000 and
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otta be
these amounts and much
From Santa Cniz County Grand Jury Report (emphasis
added in red) (The debts are coming, the debts are
coming!)
i Y 3 9 'u+' 'S`��- 4' F s+�°,- h''^..'f'^ -' y�.r�"S %i" 2r< „' �, S6"+z.
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y v� 3T ? 5 ..`� �.a
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ter„ s E`=.'y A.
Increase revenue.
Permanently reduce workforce.
a u
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IT-6 prevent reductions in �� �� �� services, each of the six
public agencies studied in this report should increase,
and make public, their efforts to manage and reeduce
retirement costs and obligations.
More Unfunded Debt (Approx. $54M?)
"...Town's employer-paid benefits...( ` in -go
inc z, with expectations that these costs will
T
continue to increase for the resez.able fiAure. YY
(emphasis added in red) C-5 (There is Global
Warming and... financial Hot Water Rising.)
Solutions...
1. Third party revie%i
of LGPD Budget.
2. Switch to Sheriff
(Cupertino & Sara
FORMER LG TOWN MANAGER DAVE KNAPP
SPEAKS HIGHLY OF SHERIFF (The Convert)
In Cupertino, however, City Manager Dave Knapp is
a convert. He admits being skeptical when he first took
the post and learned that the city was contracting its
police services out to sheriffs deputies. But after several
years at the city's helm, he says he can't see a single
drawback. "I have to say, it's a good price, and we get
excellent service," he said.
Quoting from
htt ,L/ tt . ilr dis_. ate . /news/ rime fire cour
is / it h -to -s eriff -s -d t t c1 .
05e4- e c ed 7 .htmI
$12590009000 FOR STREETS, GARAGES,
TRAFFIC MITIGATION, YOUTH & SENIOR
SERVICES
Apples to Apples (with home of Apple)
Sheriff in Cupertino $162 /cit
Los Gatos PD $368 /cit
Difference is $206 /cit
30,400 x $206 /cit = $6,262,400 in annual
savings x 20 years = $125,240,000
VTA
Ad Hoc Financial Recovery Committee
FINANCIAL STABILITY IDEAS for
CONSIDERATION March 24th, 2010
T x
• Contracting Services
LGPD ELEGENT SOLUTION
31d Party Review
SHERIFF
COUNCIL AGENDA: 5 -12 -2015
ITEM: 6.2
=OF i
SAyJOSE Memorandum
CAPRAL OF SIUCON VALLEv
TO: City Council FROM: Councilmember Pierluigi Oliverio
SUBJECT: VISION ZERO DATE: M. R_ 2019
RECOMMENDATION:
Formally adopt Vision Zero practices by funding and implementing the engineering, enforcement, and
education efforts required to:
1) Fix the identified, highest risk locations where people are being injured on our streets by delivering
on- the - ground improvements (example: chokers, roundabouts, speed bumps, edge lines, radar speed
signs, associated traffic studies, etc.). Implement a pilotitrial of red light mnning cameras at the highest
crash prone intersections based on safety, not revenue. (Source of funding: Essential Services
Reserve)
2) Ensure tali and fair enforcement of traffic laws, with a focus on the most dangerous behaviors,
Problematic locations and at -fault drivers. Contract with a qualified law enforcement agency such as
the CHP and/or Santa Clara County Sheriff to issue traffic citations in San Jose through 2020. ( Source
of funding: Essential Services Reserve)
3) Participate in education programs for road users, with a focus on schools, by lowering the speed
limit to 15 mph at ALL schools (where allowed by state law AB321). Educational outreach to include
bus drivers, crossing guards, and the dangers of jaywalking, among other topics.
4) Partner with the City of San Francisco in their effort to change state law allowing cities the
autonomy to lower the speed limits where/when needed from 25 mph to 20 mph. Petition the
California legislature to allow automated speed cameras (now legal in 15 other states).
5) Public meetings should be conducted in all ten council districts as was done in 2008 and 2001
BACKGROUND:
Back in 2008,1 chaired the city wide traffic calming hearings along with SJPD and Department of
Transportation. We held public meetings in all ten council districts, and noted that there was
widespread concern about unsafe driving. Unfortunately, it has only become more dangerous since
then.
Back on March 18, 2015 the Rules Committee with support of our Director of Transportation,
approved my proposal going forward as part of the annual transportation safety report. The report was
then renamed Vision Zero.
Vision Zero is a highly successful approach to road safety thinking. Its premise can be summarized in
one sentence: no loss of life is acceptable. While road systems ate primarily designed to keep us
moving, they should ideally be engineered to protect us at every turn. Vision Zero does just that, and
takes into account the fact that were are all human, and therefore prone to the occasional mistake. This
innovative program has been adopted by cities such as Los Angeles, San Francisco, Seattle, Portland,
New York and Chicago. San Jose has 2400 miles of roads with essentially no traffic enforcement,
which leaves pedestrians, bicyclists and drivers at risk of serious injury or fatality. Therefore, it is my
belief that the council should address this issue by adopting road safety alternatives modeled after the
Vision Zero approach.
California cities that contract with CHP:
Oakland, Stockton, Santa Cruz, Hemet, Rancho Santa Fe and Pebble Beach
California cities that contract with County Sheriff:
Approximately 200 cities and agencies
California Cities using Red Light Running Cameras:
Arleta, Bakersfield, Baldwin Park, Beverly Hills, Capitols, Cathedral City, Cerritos, Citrus Heights,
Commerce, Covina, Culver City, Daly City, Davis, Del Mar, Elk Grove, Encinitas, Escondido,
Fremont, Fullerton, Garden Grove, Hawthorne, Highland, Inglewood, Los Alamitos, f.os Angeles
County, Lynwood, Manteca, Marysville, Menlo Park, Millbrae, Modesto, Montebello, Napa, Newark,
Oxnard, Rancho Cordova, Redding, Sacramento City, Sacramento County, San Bernardino County,
San Francisco, San Leandro, San Mateo, Santa Ana, Santa Clarim, Santa Monica, Solana Beach, South
Gate, Stockton, Ventura, Victorvrdle, Vista, West Hollywood (540 cities nationwide) IIHS HLDI
Red Light Camera Study:
"Effects of red light camera enforcement on red light violations in Arlington County, Virginia" Journal
of Safety Research, February 2014 http: / /www iihs ore /biblioemohv /[ooic /2031
The number of U.S. communities using red light cameras has grown to about 540 as study after study
shows that the devices improve safety. A 2011 BITS S study of large cities with longstanding red light
cameras found that cameras reduced the fatal red light running crash rate by 24 percent and the rate of
all types of fatal crashes at signalized intersections by 17 percent. Consistent with prior research, red
light violations at camera - enforced intersections declined significantly.
School Speed Studies:
"Effects of Vehicle Speed on Pedestrian Fatalities," City of Palo Alto contracted study
ham: //huntantransport ore/sidewalks/SneedKills htnr
This study shows how, when a pedestrian is struck, the likelihood of death increases faster than the
percentage increase in vehicle speed, in a nonlinear fashion.
Reduced School Area Speed Limits from Institute of Transportation Engineers
http://Iibrary .ite.org/pub/e2661 Ob5-23544714 51 fi 266857615fo
This study advocates for slower speeds specifically in school zones, due to multiple studies confirming
that children do not have the same ability as adults in: seeing and evaluating traffic conditions,
processing information, perceiving correctly the direction and sound of traffic; and understanding the
use of traffic control devices and crosswalks.
Speed Camera Study:
"Do speed cameras reduce road traffic crashes, injuries and deaths ?" Cochrane Injuries Group
http:L/www .nebi.nljn .nih.goX/.pubmedhealth/PMHOO12902/
This study reviewed 35 separate reports and concluded that speed cameras definitely reduce the
number of road traffic injuries and deaths across multiple scenarios.
Management Partners
Quoting from:
http://www.managementpartners.com/blog/
Overcoming bstacle-s-Ap shared services
MAY 08 201 JULIE ZIMMERMAN
" o oft en, people weigh the cost savings and
efficiency of shared services against the risk of
job loss and political difficulties and conclude
it's just not worth it. (emphasis added in red)
(Will politics TRUMP financial prudence?)
Quoting from:
q.
q p - //wvwtw. m an a�e me rit
.p���a� � �vajtngL!�.qpm/s-ervlqes/
service-sharin
,�-consolidatlon/
Often when jurisdictions share services or join
together to contract for a service, opportunities
arise to take advantage of econorn."Res of scale.
(emphasis added in red) (Will LG chose to soar
or continue its economies of a snail?)
FISCAL YEAR 2014/15
OPERATING &
CAPITAL BUDGET
� "I
May 21, 2014
Honorable Mayor and City Council Members,
CITY HALL
IS777 FRUITVALE AVENUE
SARATOGA, CALIFORNIA 95070
(408) 868 -I200
The City of Saratoga finds itself in an enviable financial position this upcoming fiscal year. The proposed Fiscal; /_/
Year 2014/15 budget projects a healthy net operations amount, leaving room for future year expenditure growth.
However, the challenge in future years will be to contain or reduce future expenditure growth in conjunction
with operational increases, which may not be controllable, such as rising pension costs, essential contract
services, and utility fees. This will require Council and staff to remain diligent in their analysis of cost impacts
in budgetary and operational decisions, and to continue the City's emphasis on increasing efficiency and
effectiveness in all that it does.
Saratoga is a beautiful residential community that residents identify with and want to keep. Saratoga's residents
expect a high quality of life: safe and quiet neighborhoods, limited commercial development, excellent
infrastructure and community amenities that include the City's streets and parks, and an efficient and responsive
government that meets the needs of its residents. These expectations are a priority for the City Council and are
used to guide development of City policy, including the budget.
Due to the community's size and the philosophy of Saratoga's founding residents that government�hould be
limited, the City offers a minimum service level model and maintains contracts for law enforce ent, animal
control, waste management, egal services and a varies of of er services. The City's service model is posse -le
in-large part due to the independent special districts that provide water, sewer, library, and fire services to
Saratoga's residents. City staff is small and efficient, working diligently to meet the needs of its residents.
Saratoga and the Santa Clara County Office of the Sheriff, which the City contracts with for public safety
services, were recognized recently for their efforts to keep the City safe. Saratoga was named the safest city in
California and the 12"' safest city in the nation. In an effort to continually improve the safety of Saratoga, the
City Council approved additional traffic enforcement hours around schools for FY 2014/15. This new funding
wifi-increase the Shenffls Office contract by 12% from FY 2013/14.
Other notable funding increases include a 13.6% increase in community grants to fund Destination Saratoga and
the Village street closure event, and a 5.6% increase in internal services charges to keep pace with program
growth. The 22.8% increase in materials and supplies appears large due to the small prior year expenditure base.
The total increase represents many minor increases in light of several years of restricted budgets, and some one-
time contingent funding budgeted for the new City Manager to use for new technology and equipment.
Expenditures will not continue to grow at these rates in future years as these were one -time increases. The
remainder of the proposed budget remains relatively consistent with prior year funding levels.
Revenues are expected to remain fairly consistent with prioryears, in line with an overall flattening revenue
trend. This anticipated flattening trend comes primarily from expectations that property tax growth is beginning
to plateau, and with this expectation, it is projected the City's revenue base will not keep pace with current
expenditure growth. The City Council and new City Manager will need to continue the City's tradition of careful
and thoughtful budgeting to ensure financial stability in future years.
11
CITY OF SARATOGA
INTRODUCTION SECTION
Another significant operating budget expenditure increase includes an additional $122,500 in internal service
charges. This increase comes mainly from rising building maintenance, vehicle maintenance, and information
technology costs and additional services. The election costs are also reflected as an increase in fees and charges.
With three seats open, several candidates will run, thereby requiring $65,000 in budgeted election fees. As this
is a bi- annual cost, the prior year comparison is zero. Additionally, one -time funding is included in the budget
for new park equipment and a modest allowance for office furniture and technology for the new City Manager.
The remainder of expenditures remain consistent with prior year operational funding.
General Fund transfers out include $1.6 million from the Capital Improvement and Efficiency Funding Reserve
to the Capital Budget, and $200,000 from current year funding to the Capital Budget. Current year funding
includes $100,000 for the Annual Facility Improvement Project, and $100,000 for the General Plan Update
Project.
As previously noted, a number of the budget expenditure categories are reviewed in more detail in the following
sub - sections to provide more information on proposed budget expenditures and trends.
Salary & Benefits— With the upturn in the economy, Council established several new positions, and converted
several temporary positions to full -time staff positions last year. As the new hires occurred over the course of
the fiscal year, salary savings resulted from partial -year vacancies. With the reinstatement of services and
stabilization of workload duties, the City will not be adding any positions this fiscal year and will be moving
forward with the status quo. Budgeted salary increases reflect cost -of- living and step increases. Salary increases
are mitigated in part by reductions in benefits provided to new employees. With increasing turnover in staff from
retirements and the improving job market, this mitigating offset is expected to temper salary increases for the
next decade.
During the same time however,
implementation of CaIPERS ci
increase by about
five years with the
runumg requirements. I ney also studied the actual long -term rate of return on investments and determined their
7.5° es ass was too high. The actuarial rate of return was lowered to 7.25 %, meaning there would be
reduced investment earnings factored into the funding of the pension plans. This change requires employers to
contribute more toward retirement benefits. In addition, investment losses that occurred during the economic
downturn will begin to impact employer rates.
To deal with the significant increases hitting its member agencies, CalPERS adopted a 20- ear funs
which starts with afive- ear ram u period in which employer contribution rates will increase
approximately 50 %. After five years, rates leve out or years, and t en decrease or t to five years
ofthe 20 -year period. This ramp up period will begin in FY 2016117.
With the Governor's pension plan reform legislation, known as the California Public Employees' Pension
Reform Act (PEPRA), another pension funding change will occur. Effective January 1, 2013, new CalPERS
members are placed into lower benefit pension plans, making the existing CalPERS plans obsolete as members
leave or retire from service. The closing of the plans will result in funding liability problems as fewer and fewer
members are left to fund the ongoing pensions of the retired members. To correct this situation, CalPERS intends
to combine pension plans into a one -risk pool and assign each member agency a calculated share of the liability
to balance out the various plan contribution rates. The details are still being worked out, but CalPERS' current
recommendation is to bill each agency an annual dollar amount rather than build it into the rates. It is unclear as
to how many years the annual invoices would continue, or whether the amount would increase, decrease, or stay
the same. More information is expected over the next six months.
18
CITY OF SARATOGA
INTRODUCTION SECTION
able to keep its salary expenditures low as its minimal services
contracting out many of its services. on roc m o increase and decrease service
levels as rte a ---e eer season y, during economic downturns, for special projects, or to backfill positions
when necessary. While contracting for services creates savings on employee and equipment expenses, the price
of contract services is directly tied to changes in fuel and consumer prices and therefore also increases overtime
—which collectively can be significant. However, the City is able to manage service levels, thereby controlling
financial impacts.
Public Safety — Public safety continues to be a op priority or City Council members, residents, and the Santa
Clara County Office of the Sheriff. The City has —contracted with the Sheriff's Office for public safety services
since Saratoga was incorporated in 1956. This partnership has been rewarding for the City in multiple ways.
The City saves millions of dollars a year Ii c racfing with the Sheriff's Office instead of employing an in-
house police department. The City spent $4.2 million on the S enffs contract in F . Tat
accounted for just 25.4% of the City's General Fund budget. This compares favorably to other Santa Clara
County municipalities that dedicated upwards of 40% or more of their General Fund budgets on police services.
While the Sheriff's Office contract cost is comparatively small, the City receives_a very large return in services.
The Sheriffs Office provides all the services that an internal police department would — patrol, traffic
enforcement, and investigations —but with the added benefit of crime analysts technology services and other
valuable law enforcement services on an incremental, as- needed basis. In FY 2013/14, the Sheriffs Office
prove ecl approximate y 20,000 general law enforcement service hours, 2,396 traffic enforcement hours, 2,400
investigative hours, 340 reserve activity hours, and a full -time School Resources Officer.
does the City see considerable
its
Santa Clara County Office
or the ZSneritr, but crime rates have remained low. This is due in part to being part of a broader law enforcement
organization. Deputies are aware of criminal activity occurring throughout the county. Tltis broader
communication alerts deputies and crime analysts to tar eted areas, criminal patterns, and�rime activiri
connections and suspects In fact, Saratoga was recognized For its notably o�w crime rate in November 2013
when SafeWise.com named it the Safest City in California. The ranking was based on FBI crime rates from
20] I and the company's own research of cities with at least 20,000 residents.
This honor was followed just a few months later with news that Saratoga had been named the 12th Safest City
in the United States by NeighborhoodScout.com. The company released the results in February 2014. The
company aced its findings on file researc o cities with 25,000 residents or more and the total number of
property and violent crimes per 1,000 residents. Crimes included burglary, theft, motor vehicle theft, murder,
rape, armed robbery, and aggravated assault.
To further public safety efforts in Saratoga, the City Council approved the addition of a second traffic
enforcement officer effective with the FY 2014/15 budget. The new officer will add approximately 1,800 hours
of traffic enforcement in the City with an emphasis on schools, particularly during drop -off and pick -up times.
The officer will attend PTA meetings to educate parents and meet with school administrators to discuss traffic
flow to help alleviate traffic problems around the City's schools and create a safer environment for Saratoga's
students.
The additional traffic enforcement hours will cost the City $292,200 over the fiscal year. Combined with an
annual increase, the Sheriff s Office contract will move up to 27% of the City's General Fund budget, which is
still far less than what most surrounding municipalities are dedicating to police services.
Community Grants - A sense of community and civic pride is also important to Saratoga residents, and this
year's budget reflects the City's continued commitment to community building. The City has recognized the
critical need for community building as the City continues to evolve. For instance, the City's population has
19
Cut and paste from
http://www.safewise.com/blog/safest-cities-california-2015/
How We Chose the Safest Cities in
California
We followed a strict protocol to arrive at the 50 safest cities in
California. First, we identified cities with a population of over
101000 residents in 2013 and evaluated recent FBI Crime Report
data. From there, we determined the number of Violent Crimes,
which are considered murder, aggravated assault, robbery and
forcible rape, as well as Property Crimes, consisting of burglary,
motor vehicle theft, arson, and larceny -theft that were reported in
each city. Then, to create a level playing field and make it easy to
compare crime rates among several cities, we calculated the chance
of these crimes happening out of 1,000 people.
When reviewing the list, you should keep in mind that although the
annual FBI Crime Report is considered a premier source for a
myriad of crime data, not every city in California reported
complete information to the FBI. If you think we overlooked one
of the state's safest cities, it could be because its law enforcement
agency did not report complete data to the FBI, and that caused it
to be removed from consideration.
If you want to see how your city did in our past report, check out
!a!"", v car' These are the 50 safest cities in California
for 2015.
1. Hillsborough
Situated in San Mateo County, approximately 15 miles south of
San Francisco, you'll discover the affluent community of
Hillsborough. According to the latest FBI Crime Report, the safest
city on our list reported no murders, forcible rapes, robberies or
aggravated assaults, and had a property crime rate 80 percent lower
than the national average.
Hillsborough Police Department deserves recognition for offering
a wealth of safety and security programs. From a community
awareness program for citizens who want to start a Neighborhood
Watch program to a home security check program, the
departments' proactive approach to fighting crime may be one
reason why _ reported less than three dozen burglaries.
Violent Crimes per 1,000:.00
Property Crimes per 1,000: 5.06
5. Saratoga
Boutique wineries, charming eateries, and safe streets are what
you'll find in this modern community. Located in the foothills of
the Santa Cruz Mountains, and just outside the San Francisco Bay
area, Saratoga's high quality of life and hometown vibe also offer
residents a retreat from the hustle and bustle of nearby Silicon
Valley.
We give kudos to ::._ for making crime fighting a priority.
Our last report on California's safest cities recognized Saratoga as
a decidedly safe city, but since then, the community managed to
reduce the number of aggravated assault by 50 percent and lower
its overal l rate of violent crime rate by 25 percent. Share that good
news!
Violent Crimes per 1,000:.45
Property Crimes per 1,000: 7.18
22. Los Altos
You know what they say about location, and Los Altos has got it!
Located less than 40 miles south of San Francisco and with
convenient access to Highway 101 and Interstate 280, getting
around isn't difficult. And when it's time to head out of town, the
San Francisco International Airport and the San Jose International
Airport are roughly 25 miles away.
If you're a small business owner or budding entrepreneur, you'll
be glad to learn that Los Altos offers a variety of business
resources. From the Economic Department to the " 3 .ltns
r1 ,_ me!ce and the 1�0s..�
you'll find this 30,000 member community respects local business.
Best of all, the chance of being a victim of a violent crime in Los
�'?ec is less than one in 1,000.
Violent Crimes per 1,000:.76
Property Crimes per 1,000: 11.84
33. Cupertino
Cupertino earns two thumbs up for capitalizing on the popularity
of mobile technology. The Santa Clara County city of 60,000
offers a �-, �, ranging from its Access Cupertino app,
which allows residents to communicate quickly and easily with
city leaders, to its Mobile 95014 app, which showcases
environmental and community services, like Neighborhood Watch.
Of particular interest to us is Cupertino's Ready 95014 app, which
puts a variety of 3 , right in the palm
of Cupertino residents' hands. We hope residents took note that
their city just reported 41 incidents of violent crime, which is five
less incidents than it cited last year.
Violent Crimes per 1,000:.67- ]Property Crimes per 1,000: 13.43
Cut and paste from http : / /www.managementpartners.com /services /service-
sharingconsolidation /
Innovations in service sharing have led governments to join together to
explore ways to continue to deliver quality services and cut costs. Often
when jurisdictions share services or join together to contract for a service,
opportunities arise to take advantage of economies of scale. Service
swapping can also be beneficial, as can consolidation, when the conditions
are appropriate. I ,Management Partners has had success providing in-
depth analysis, facilitating service sharing discussions among two or more
jurisdictions, and crafting service level agreements. Once we identify
opportunities, we can provide implementation planning to assure a
successful transition to the new service delivery method.
Our successes with this service include the projects highlighted
below.
Hampton Roads Partnership
Hampton Roads Partnership (Commonwealth of Virgina) -]This
project involves three large city- county governments in the Commonwealth
of Virginia: Norfolk, Chesapeake and Virginia Beach. The project, jointly
funded by the cities and the private sector through the Hampton Roads
Partnership (a regional public - private partnership), required that every
service operated by each jurisdiction be considered for a service sharing
pilot project. Over 130 services were initially identified with sharing
potential. After an extensive process of analysis, considering both the
costs and benefits of shared operations and the degree of difficulty in
implementing a shared model for each individual service, 13 specific
services were selected for implementation. These included services from
each major function of local government except schools, which were not a
part of the project.
LV -NLV NV Service Sharing
Cities of Las Vegas and North Las Vegas, NV" I _'These two neighboring
jurisdictions had previously explored and implemented a variety of
operational changes and resulting expenditure reductions to balance their
budgets, yet the economic situation required that they do more.
Management Partners undertook a comprehensive review of government
services to identify the most beneficial opportunities for service sharing
and cost reductions. Subsequent to the initial government -wide scan, we
completed in -depth analyses in seven selected service areas: workers'
compensation, recreational programming, purchasing, radio maintenance,
detention center support services, fire plan check /fire code enforcement
and traffic operations. Estimated savings from service sharing in these
areas range from $4.2 million to $5.6 million.
Alameda CTC CA Agency Consolidation
Alameda County Transportation Commission, CA (formerly Alameda
County Congestion Management Agency and Alameda County
Transportation Improvement Authority)- 'In this multi - phased project,
Management Partners initially completed a study that identified both
service sharing and consolidation opportunities between the two major
transportation agencies in Alameda County. The threshold analysis
determined that a merger of the two agencies would produce ongoing
savings of up to $1 million per year while, most importantly, continuing
delivery of all mission critical responsibilities. Management Partners then
completed a Merger Implementation Plan, which provided the steps and
general timing for the actions needed to merge the staff and business
activities of the separate agencies into a single organization under a new
Joint Powers Authority.
Cut and paste from
http : / /www.managementpartners.com /images /ElMonteCaseStudy.pdf
City of El Monte: Financial Sustainability Plan 2015
Management Partners was retained to develop a
financial sustainability plan for El Monte to help the City
bring its budget into balance. The project included a
review of documents, interviews with staff and elected
officials, employee focus groups, an employee survey,
and benchmarking with comparable peer agencies. We
also analyzed memorandums of understanding and side
letter agreements to pinpoint labor- related cost drivers,
and developed a long -term forecasting model to help
staff and policy makers understand the fiscal impacts of
potential decisions. Recommendations for improving
financial sustainability included a combination of
revenue enhancements, changes in compensation and
benefits, expenditure reductions and efficiency
improvements. An implementation action plan was
provided to help the City prioritize and execute the
recommendations.
Cut and paste thing
City of Long Beach, California — partial list
Financially Sustainable Budget Initiative
In 2012, Management Partners conducted an organizational scan to
identify opportunities for restructuring or improving services to achieve
long -term financial stability. The project included conducting
interviews, benchmarking selected services and reviewing documents
ranging from budget and organization charts to the City Charter and
labor association agreements. We also researched best practices from
large municipalities and analyzed their applicability to the City.
Management Partners identified at least $ 28 million in
potential sa V i n g s that could be achieved through
changes in compensation, alternative service delivery and
consolidation of similar functions within the government. (emphasis
added)
Since early 2013 we have provided project management services to
implement the recommendations from the 2012 organizational scan.
These include performing detailed feasibility studies for outsourcing
street sweeping, refuse hauling and employee assistance services;
developing a labor relations "road map" for implementing
compensation changes; conducting fleet utilization and activity -based
cost analyses; analyzing process improvements for the City's business
licensing and development review processes, and conducting
organization structure reviews of the Development Services and Public
Works departments to align management structures and staffing with
new fiscal realities. We also conducted process improvement analysis
for Long Beach's capital improvement project management systems
and identified several strategies for improving effectiveness, efficiency
and accountability.
Fleet Activity -Based Cost Analysis
Management Partners conducted an activity -based cost analysis to
quantify the fully burdened costs associated with the City's major fleet
maintenance and acquisition activities and to review the methodology
for allocating those costs to user departments. The project included a
review of documents, interviews, data and financial analysis to
calculate shop labor rates, mark ups and productivity measures,
benchmarking to compare calculated costs and productivity with
industry standards, and application of best practices. The analysis
identified opportunities to increase the efficiency of fleet operations
and to improve transparency in how rates and charges are calculated
and applied.
Outsourcing Analysis
Management Partners analyzed the City's street sweeping and refuse
collection operations to identify opportunities for providing the same or
better level of service through competitive sourcing, and to quantify
the potential cost savings that could be achieved. The project included
an extensive review of documents, interviews with managerial staff,
benchmarking, and the application of best practices. Our analysis
indicated Long Beach could save between $1.6 and $2.3
million annually by outsourcing street
sweeping services and between $3.6 and $5.5
million by outsourcing refuse hauling services.
Subsequent to our analysis, we prepared Request for Proposals for
each of these services. (emphasis added)
Capital Improvement Project Management Review
Management Partners reviewed the systems being used by the Public
Works Department to plan and execute capital improvement projects
and to identify opportunities for improved effectiveness, efficiency and
accountability. The review included interviewing staff and internal
stakeholders representing other City departments; analyzing multiple
Capital Improvement Plan (CIP) documents, spreadsheets and other
tools used by staff to track project status; and applying best practices
for CIP delivery.
Public Works Organizational Structure Review
Management Partners conducted a high -level evaluation of the Public
Works Department's existing organization structure, functions and
staffing at the managerial level to identify opportunities for improved
effectiveness and efficiency, and to help inform decision making about
a request to restore numerous positions to the department's budget.
The project included a review of documents, interviews with managers
and supervisors, benchmarking, and functional analysis. Specific
recommendations were offered to improve management and
accountability by filling two existing positions, and to improve the level
of communication, collaboration and teamwork between divisions.
Cut & past
from http : / /www.managementpartners.com /images /RohnertParkCaseStudy.pdf
City of Rohnert Park, California 2013
Management Partners was retained to develop a
fiscal recovery plan to help Rohnert Park achieve
long -term budget stability. A key outcome of the
project was the development of an enhanced
financial forecasting tool sufficient to prepare a 10-
year forecast. In addition to creating the tool, we
provided training to staff on its use. We also
conducted an assessment of needs that would be
unavoidable during the forecast period, and analyzed
financial health indicators to provide a measurement
of the City's overall fiscal condition. The forecast and
our financial analysis showed that the City's fiscal
condition much worse than expected. We presented
the results of our analysis to the City Council and
executive management, and offered observations
and recommendations for improving Rohnert Park's
fiscal sustainability in the future.
Cut & paste from
http : / /www.managementpartners.com /images /SalinasCaseStudy.pdf
City of Salinas: Police Department Organization and Staffing Review
2014
Management Partners was retained by the City of
Salinas to conduct a high -level review of the
organization and staffing of the Police Department with
the goal of identifying ways to maximize
delivery of police service to the
community within available resources and meet future
police service management and staffing challenges.
Through benchmarking, we demonstrated that the Police
Department was lacking in resources when compared
with peers, which meant difficult decisions about
prioritizing core services would have to be made.
Therefore, recommendations included using staff with
police powers for jobs requiring those powers and letting
appropriate city departments provide support services
(i.e., technology and fleet) instead of sworn officers.
(emphasis added)
TOWN BIKER — AWESOME!
9 Stephen Conwa�j
• Finance Guy
• finance@losgatosca.,gpy
»►
• Thank him!
QUESTION PRESENTED
Should the Town seek a third party
review of LGPD to potentially save
$6M a year? 120M over 20 years?
Pics herein from
http: / /www.sccgov.org/ sites /sheriff /Pages /sheriff.aspx
SUMMARY ARGUMENT
• YES.
1. Sheriff Communities Safer —SARA & CUP
• 2. Sheriff can save millions
• 3. LG 14.2M Budget
• 4. COMPREHENSIVE REVIEW SHOULD BE
CONDUCTED — MANAGEMENT PARTNERS
2 BASIC FACTORS
•1. SAFETY
•2. FINANCIAL COST
SAFETY COMPARISON
• SARATOGA RANKED NO. 1 SAFEST CITY IN
STATE (SHERIFF) (Survey by Safewise, a home
security company)
• LOS ALTOS HILLS 3RD (SHERIFF)
• CUPERTINO12th (SHERIFF)
• LOS GATOS NOT IN TOP 50
LG V. CUPERTINO (RESPONSE TIMES)
LG /MS (34K) Cupertino (60K)
• Calls— Priority 1 4:30 (LG) 4:54
• Calls— Priority 2 8:27
• Calls— Priority 3 13:12
6:33 (SD)
10:31 (SD)
SHERIFF ROBOTICS
SHERIFF HELICOPTER
FINANCIALS: LG V. SARA
• 1. LGPD $14.21VI (41.1% OF TOWN BUDGET)
• 2. SARATOGA'S (SHERIFF) $4.6M (26.4 %)
• SOURCE: Source:
=0 I.T- 'i• a, FA i ii !�i • i • ii w
B
• 3. LG costs $9,6M M
LG V. CUPERTINO (SHERIFF)
• 1. LGPD $14.2M
• 2. CUPERTINO $9.9M
• 3. LG Costs �..� M M 0 R E &
HALF THE PEOPLE
(Apples to Apples)
• Approx. Budgeted Cost per Citizen of Police
Department
• Saratoga $4.9M divided by 31K = -I,3-158/ I_I
• Cupertino 10.2M divided by 58K =z alt
• Los Gatos $14.2M divided by 34K ZI-111 `m
WHY SWITCH? WHY LOOK FOR COST SAVINGS?
OPPORTUNITY COSTS
($ FOR POLICE CUTS
OTHER TOWN SERVICES)
LG TODAY
e$40,000,000 IN
UNFUNDED
TOWN REPAIRS
NEED $ TO FIX ALMOND GROVE
Bond passed in 1991 -24 year wait
Danville's Traffic Congestion
Danville's Traffix Bus Program
*TAX CUT
NEW COMMUNITY CENTER
NEW PERFORMING ARTS CENTER
t t t • C C
PROJECTS FOR TAX $ TO OPERATE
RH NA STATE -MAN DATED HOUSING
TOWN NEEDS MONEY =BIG
COMMERICAL PROJECTS =
STATE- MANDATED HOUSING
(619) (& MORE STUDENTS) _
HOUSING NET DRAW ON
TOWN RESOURCES =MORE
BIG COMMERICAL PROJECTS
HAPPY CAMPERS
• .Cupertino (Apple Computer),
Saratoga &Los Altos Hills are very
satisfied.
MILLIONS
• Potential savings of
• 20 yea rs =
• 50 years-.
• $ for Almond Grove, garages for businesses in
downtown ( aIeS t x in ome Apple e), youth
& senior services, traffic mitigation, buses and
shuttles to reduce traffic, community center and
performing arts centers, etc.
• Independent Expert -- Former LG Town Manger
Dave Knapp is a convert to Sheriff —Says
Municipalities would be "shocked" at savings
More Sheriff Benefits
• Sheriff effectively respond to terrorism
• LGPD Officers re -hired by Sheriff
• Chose Police Chief —Keep Matt Frisby.
• Reduce Town liability Police misconduct.
• Contract for service levels we want
CONCLUSION
• Ask Sheriff to make presentation.
• Conduct comp review of Police Budget.
• Citizens email TC members & call for
independent review.
From:
John Shepardson <shepardsonlaw @me.com>
Sent:
Monday, August 17, 2015 7:55 AM
To:
Les White; Council
Subject:
PA Streetscape
Attachments:
photo.JPG; ATT00001.txt
> Please include for Strategic Goals. Poss enhancement of N. Santa Cruz Ave. and Main St.
Contractor Redgwick Cony
(510) 792-1727
Project Inspectors
James Beauchamp
(650) 302 -1402
Bill Davis
(510) 772 -9092
City of Palo Alto Shahla Yazdy
(6,50) 617 -3151
1N.JWpected Completion Date: Mft1b `2U,1
For Project Information Visit: www.cityofpaloaIto.org /calave
Project Sponsors
61A"
From:
John Shepardson <shepardsonlaw @me.com>
Sent:
Monday, August 17, 2015 8:01 AM
To:
Les White; Council
Subject:
Fwd: AG 8/17/15 PiCS
Attachments:
photo 1.1PG; ATT0000I.txt; photo 2.1PG; ATT00002.txt; photo 3.1PG; ATT00003.txt; photo 4.1PG; ATT00004.txt; photo
5.1PG; ATT00005.txt
For Strategic Goals 8/18/15
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From:
John Shepardson <shepardsonlaw @me.com>
Sent:
Monday, August 17, 2015 8:03 AM
To:
Les White; Council
Subject:
Fwd: AG PICS 8/17/15
Attachments:
photo 1.1PG; ATT00001.txt; photo 2.1PG; ATT00002.txt photo 3.JPG; ATT00003.txt; photo 4.JPG; ATT00004.txk photo
5.JPG; ATT00005.txt
For Strategic Goals
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From:
John Shepardson <shepardsonlaw @me.com>
Sent:
Monday, August 17, 2015 8:07 AM
To:
Les White; Council
Subject:
AG PICS 8/16/15.
Attachments:
photo 1.JPG; ATTOOOOI.txt; photo 2.JPG; ATT00002.txt; photo 3.JPG; ATT00003.txt; photo 4.JPG; ATT00004.txt; photo
5.1PG; ATTOOOOS.txt
For Strategic Goals. All AG PICS submitted today taken 8/16/15
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From: John Shepardson <shepardsonlaw @me.com>
Sent: Monday, August 17, 2015 8:08 AM
To: Les White; Council
Subject: Fwd: AG
Attachments: photo 1.1PG; ATTOOOOI.txt; photo 2.1PG; ATT00002.txt; photo 3.1PG; ATT00003.txt; photo 4.1PG; ATT00004.txt; photo
5.JPG; ATTOOOOS.txt
Strategic Goals
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From: John Shepardson <shepardsonlaw @me.com>
Sent: Monday, August 17, 2015 8:12 AM
To: Les White; Council
Subject: Fwd: AG
Attachments: photo 1.JPG; ATTOOOOI.txt; photo 2.JPG, ATT00002.txt; photo ING; ATT00003.txt; photo 4.JPG; ATT00004.txt; photo
5.-PG; ATT00005.txt
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From:
John Shepardson <shepardsonlaw @me.com>
Sent:
Monday, August 17, 2015 8:14 AM
To:
Les White; Council
Subject:
Fwd: AG
Attachments:
photo 1.1PG; ATT0000i.txt; photo 2.JPG; ATT00002.txt
Strategic Goals
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